ORGANISASI
1.1
Pengertian Organisasi
Organisasi berasal dari kata organon dalam bahasa Yunani yang berarti
alat. Pengertian organisasi telah banyak disampaikan para ahli, tetapi pada
dasarnya tidak ada perbedaan yang prinsip. Berikut beberapa pendapat mengenai
Organisasi yang telah diungkapkan oleh beberapa ahli:
a. Oliver Sheldonn
Organization is the process of some combining the work which
individuals or groups have to perform with the faculties necessary for it
execution that the duties, so formed, provide the best channels for the
eficient, systematic, positive, and co-ordinate application of the available
effort.
Organisasi adalah proses penggabungan pekerjaan yang para individu atau
kelompok-kelompok harus melakukan dengan
bakat-bakat
yang
bekerja atas dasar yang relatif terus menerus untuk mencapai suatu tujuan
bersama atau sekelompok tujuan.
c. Chester I. Barnard
"Organization is a system of consciously coordinated activities or forces of
two or more persons
Organisasi adalah suatu sistem aktivitas kerja sama yang dilakukan oleh
dua orang atau lebih.
d. James D. Mooney
Organization is the form of every human association for the
attainment
of common purpose.
Organisasi adalah sebagai bentuk setiap perserikatan orang-orang untuk
mencapai suatu tujuan bersama.
e. Jerald Greenberg
Organization is a structured social system consisting of groups and
individuals working together to meet some agreed-upon objectives
Organisasi sebagai kerangka kerja kognitif yang terdiri dari sikap, nilainilai, norma perilaku dan harapan yang diterima bersama oleh anggota
organisasi.
f. Huczynski and Buchanan
Organization is a social arrangement for achieving controlled
performance inpursuit of collective goals
Organisasi adalah suatu pengaturan sosial mencapai pengendalian dalam
mengejar tujuan bersama.
g. J. William Schulze
Organization is a combination of the necessary human beings, materials,
tools, equipment, working space and appurnances, brought together in
systematic and effectice correlation, to aacompolish come desired object.
Organisasi adalah suatu penggabungan dari orang orang,benda benda,alat
alat perlengkapan,ruang lingkup kerja dan segala hal yang berhubungan
dengannya,yang disatukan dalam sebuah hubungan yang teratur dan sangat
efektif untuk mencapai segala tujuan yang diinginkan.
h. Luther Gullick
Organization is as a way of co-ordination requires the establishment of
authority with an objective of enterprise is translated into reality through
the combined efforts of many specialists, each working in his own field at a
particular time and space.
Organisasi
adalah
sebagai
cara
koordinasi
yang
mengharuskan
Stoner
Organization is composed of two or more people who work together in a
structured way to achieve a specific goal or set of goals.
Organisasi adalah suatu pola hubungan hubungan yang melalui mana
orang-orang di bawah pengarahan atasan untuk mengejar tujuan bersama.
Berdasarkan beberapa definisi tentang organisasi dari para ahli di atas, bisa
saling bekerja sama secara terus menerus untuk mencapai suatu tujuan yang telah
disepakati bersama. Sebuah organisasi yang baik harus mempunyai kegunaan atau
kontribusi kepada masyarakat/lingkungan sekitar, tujuan yang jelas dan target
yang akan dicapai.
1.2
Teori Organisasi
1.2.1 Teori Klasik
Teori organisasi klasik disebut juga, antara lain teori
organisasi
d) Loyalitas tinggi
e) Motivasi tinggi
1.2.3 Teori Modern
Suatu organisasi merupakan suatu proses yang tersusun para individu
saling mempengaruhi untuk berbagai tujuan:
1.
NO
1
2
HENRY FAYOL
LYNDALL F URWICK
Division of Work
Authority and
Responbility
Principle of Specialization
JAMES D.
MOONEY & ALAN
C. REILY
Coordinating
Principle
The Scalar Principle
3
4
5
6
7
8
9
10
11
12
13
14
Discipline
Principle of Coordination
Unity of Command
Principle of Authority
Unity of Direction
Principle of Responsibility
Subordination of
Individual Interests to
The General Interests
Principle of Definition
Remuneration
Princicple of
Correspondence
Centralization
Scalar Chain
Princicple of Balance
Order
Princincple of Continuity
The Functional
Principle
Equity
Stability of Tenure of
Personnel
Initiative
Espirit de Corp
3. Discipline
A successful organization requires the common effort of workers. Penalties
should be applied judiciously to encourage this common effort.
4. Unity of Command
Workers should receive orders from only one manager.
5. Unity of Direction
The entire organization should be moving towards a common objective in a
common direction.
6. Subordination of Individual Interests to The General Interests
The interests of one person should not take priority over the interests of the
organization as a whole.
7. Remuneration
Pay should be fair to both the employee and the firm.
8. Centralization
Is always present to a greater or lesser extent, depending on the size of
company and quality of its manager.
9. Scalar Chain
The line of authority from top to bottom of the organization.
10. Order
For the sake of efficiency and coordination, all materials and people related
to a specific kind of work should be treated as equally as possible.
11. Equity
A combination of kindliness and justice towards employees.
9
2.
3.
4.
10
5.
6.
other
positions
8.
9.
is
2.
3.
12
From some of these opinions can be concluded that, there are some important
principles in the organization, as follows :
1.
Unity of Objectives
The entire organization and every part of it should be function effectively to
accomplish the basic objectives of the enterprise.
2.
Efficiency
All the accomplishments of the organization should be at the lowest possible
cost.
3.
Span of Control
Urwick state that a manager can directly supervise a limited number of
people. No superior at higher level should have more than six immediate
subordinates.
4.
Division of Work
Specialization and division of work should result in separate departments
established to reflect the most efficient breakdown of enterprise activities.
Each area of specialization must be interrelated.
5.
Principle of Definition
The duties and responsibilities must be properly defined. There should not
be duplication or overlapping of activities.
6.
Coordination
The efforts of everyone in the organization must be coordinated to achieve
common goals. Coordination is the orderly arrangements of collective
efforts to accomplish a common organizational goal.
13
7.
Scalar Principle
The line of authority flows, from the topmost to the lowest managerial level
and this continuation chain of command should not be broken.
8.
Unity of Direction
There must be only one plan for a group of activities directed towards the
same goal. One person one plan is the best way of achieving unity of
direction.
9.
Unity of Command
Each subordinate should have one superior only. Dual command is always
dangerous and confusing.
10. Responsibility
The superior is responsible for the activities of the subordinates and the
subordinates are responsible to their superiors for their performance.
Authority should be consistent with responsibility.
11. Balance
There should be a reasonable balance between centralization and
decentralization, different sizes of various departments, limited span and
longer lines of management.
12. Communication
A good organization must have an effective channel of communication for
smooth flow of information.
13. Personal Ability
Ultimately, an organization means people. Proper selection, placement and
training of people will go a long way in developing a favourable
organizational climate.
14
14. Continuity
There must be a provision for continuity of management and enterprise.
Management development programmes should be encouraged.
15. Exeption Principle
All routine, normal and programmed matters should be handled at the lower
level it self. Only exceptionally vital decisions of unusual nature should be
handled by superiors, as they have limited time.
16. Flexibility
The organization should adopt built- in devices for any change, expansion,
etc. with least disturbance. The organizational structure should not be rigid.
It should be able to adapt it self to all future changes.
1.4
Jenis Organisasi
Organizations can be classified in some formations, they are :
1. Based on the purpose of the formation
a. Business organization
Business organizations are organizations which are formed with
the objective or earning profits. These organizations undertake
different types of business activities with sole objective of creating
surplus in the form of profit. They cannot survive and grow without
making profits. Firms engaged in manufacturing, trading, services etc
are examples of business organization
b. Non profit organization
These organizations do not have primary motive of making profits,
and they are formed to serve a specific community or a segment of a
15
society. Thus they are formed for charitable purpose to serve the society. Rotary
club, orphanages, charitable hospitals, school act are examples of non profit
organizations.
2. Based on the proccess of the formation
a. Formal organizations
Are those which are officially formed with definite structure, which describes
authority and responsibility, relationship and behaviors of organizational
members are governed by well laid down polices, rules and regulations. All
business organizations, government organizations etc are examples of formal
organizations.
b. Informal organizations
Do not have any official recognition and they are formed because
social interaction needs of people resulting in different types of social
networks. They are found in all formal organizations where people
come together and form social groups for various
reasons
like
16
17
c. Nonformal organizations
Non formal organizations include such groupings as families, clans
and tribes, friendship, communities and maybe even street gangs.
Formal and nonformal organizations have much in common. Both
have rules, authority figures, hierarchies, divisions of labor, goals and
objectives. But the stucture, behaviors, goals and beliefs of non
formal organization are maintained by tradition, custom and habit, not
by written policies. The goals are not thought out and decided upon
beforehand, but occur almost naturally. Or according to such thing as
personallity, age or gender.these goals have to do with survival,
perpetuation of the group, or simply the pursuit of happiness. (Bebb
Terry in Re- membering libraries, 2000).
(Nurhayati, 2013).
19
BAB II
STRUKTUR ORGANISASI
2.1
Struktur Organisasi
2.1.1
on
the
organizational
chart:
hierarchy,
reporting
Zaharuddin (2008)
1) Line Organization
1) Line Organization
2) Functional Organization
2) Staff Organization
4) Committee Organization
4) Project Organization
5) Project Organization
5) Matrix Organization
6) Matrix Organization
20
21
2) Functional Organization
A functional organization structure are created when a staff specialist
not merely renders asvice and service to a line executive, but also exercises
command authority of a specific nature in relation to him. For example, if a
quality control manager not merely advises a production manager, but
prescribes quality specifications which are binding on the latter, he
exercises functional authority over the latter. Similarly, the personnel
manager may lay down specifications for hiring and promotion; and the
financial manager may lay down costing system which the line managers
are obliged to follow. It may be emphasized that functional authority is a
specific type of authority delegated to a staff specialist. It generally
pertains to laying down procedures and methods of work performance.
Functional authority is not authority over someone but over something.
The chief advantage of functional structure is that it makes it possible
to have uniform policies, systems and procedures throughout the
organization. Its major disadvantage is that it creates dual accountability
and weakens the unity of command.
General Manager
Production
Manager
Personnel
Manager
Line authority
Staff advisory relationships
Functional authority
2.2 Line authority, Staff advisory relationships Functional authority
22
complex,
and
complicate
the
problems
of
coordination,
Sales
manager
Personnel
manager
Recruitment
manager
Production
manager
Training
manager
Line relationships
Staff relationhips
2.3 Line and Staff Organization Structure
23
4) Committee Organization
Committees are created in almost all large organizations, on a
permanent (standing committees). The primary function of committees is to
make or suggest decisions on problems requiring an integration of needs of
various departments or divisions, viewpoints or idea. Generally speaking,
permanent committees are policy making and decision making bodies such
as the executive committee, the finance committee, the purchase committee,
etc. Such committees are generally created to find solutions to specific
problems for consideration, and are not vested with authority to make
enforceable decisions.
Advantages of committees are setting objectives, plans and policies,
dealing with complex problems, reduce bias and conflict, improving
interpersonal relations, and democratizing. Disadvantages of committees
are least denominator, time cost and splits accountability.
Bonus and
salary
Board of
directors
Finance
committee
General
manager
Bonus and
salary
Bonus and
salary
Executive
committee
Appointments and
promotions
Bonus and
salary
24
5)
Project Organization
The emphasis in project organization is on horizontal relationships
and creation of teams for the achievement of specific goals. The project
goal may be construction of a prototype of spacecraft, developing a new
product, producing a weapon system, or construction of a bridge. Project
managers are drawn from various functional areas of the enterprise, and
formed into a team specialists for the performance of total task of the
project and its execution until its completion. When the project is
completed, the project team is abolished and its members are reassigned to
other activities.
The advantage of project structure is its flexibility and
responsiveness to innovative ideas. Project structure has also been found
that project personnel entertain considerable dear that termination of a
project may being discharge rather than reassignment to a new project.
Frequent movements from one project to another also create considerable
anxiety about career progress.
The emphasis in project organization is on horizontal relationships
and creation of teams for the achievement of specific goals. The project
goal may be construction of a prototype of spacecraft, developing a new
product, producing a weapon system, or construction of a bridge. Project
managers are drawn from various functional areas of the enterprise, and
formed into a team specialists for the performance of total task of the
project and its execution until its completion. When the project is
completed, the project team is abolished and its members are reassigned to
other activities.
25
6) Matrix Organization
Matrix structure have gained popularity during the last few years. In
matrix
organizations
authority
flows
vertically
within
functional
dengan
berlandasankan
pada
spesifikasi
jabatan
atau
persyaratan pekerjaannya.
5) Menentukan hubungan kerjasama atau sistem manajemen (siapa yang
27
menjadi
pemimpin,
bawahan,
pengambil
keputusan,
memberi
28
BAB III
KAJIAN ORGANISASI
3.1 Definition Culture
Culture is defined as : the shared philosophies, ideologies, values,
assumptions, belief, expectations, attitudes, and norms that knit a community
together (Kilman, Saxton Serpa et al., 1986, p.5) The culture concept is rooted
in social anthropology where culture is deciphered by examining the myths,
values, heroes, and symbols it embraces ( Dulfer, 1991).
3.1.1 Definitions and related concepts
1.
by
31
32
Robbins, 2013
Means-ends Orientation
Open system Focus
Table.3.3 Characteristics Matrix Organizational Culture
Our group concluded the characteristics to assess the organization and how
things are done in it, and the way they are supposed to behave
33
The follo
wing definitions of types of cultural organizations
1. Bereaucratic Culture
An organization that practices formality, rules, standard operating
procedures, and hierarchical coordination has a bureaucratic culture.
That the goals of a bureaucracy are predictability, efficiency, and
stability. Its members highly values standardized goods and customer
service. Behavioral norms support formality
over
informality.
2. Clan Culture
Tradition, loyalty, personal commitment, extensive socialization,
teamwork, self- management and social influence are attributes of a clan
culture. Its members recognize an obligation beyond the simple
exchange of labor for a salary. They understand that contributions to the
organization (e.g., hours worked per week) may exceed any contractual
agreements. The individuals long-term commitment to the organization
(loyalty) is exchanged for the organizations long-term commitment to
the individual (security). Because individuals believe that the
organization will treat them fairly in term of salary increases,
promotions, and other forms of recognition, they hold themselves
accountable to the organization for their actions.
A clan culture achieves unity by means of a long and thorough
socialization process. Long-time clan members serve as mentors and
role models for newer members. The clan is aware of its unique history
and often documents its origins and celebrates its traditions in various
rites.
In a clan culture, members share feelings of pride in membership. They
have a strong sense of identification and recognize their common fate in
the organization. The up-through-the-ranks career pattern results in an
extensive network of colleagues whose path have crossed and who have
shared similar experiences. Share goals, preseptions, and behavioral
tendencies foster communication, coordination, and integration. A clan
culture generates feelings of personal ownership of a business, a
product, or an idea. In addition, peer pressure to adhere to important
35
Functions of Culture
Culture performs a number of functions within an organization
(Robins, 1993). First it has boundary defining role, that is. It creates
distinctions between one organization and others. Second, it conveys a
sense of identity for organization members. Third, culture facilitates the
generation of commitment to something larger than ones individual self
interest. Fourth, it enhances social system stability. Culture is the social
glue that helps hold the organization together by providing appropriate
standards for what employees should say and do. Finally culture serves as
a sense making and control mechanism that guides and shapes the
attitudes and behavior of employees.
3.1.5
with
particular
structural
and
37
and reward.
4. The Person Culture : This is the least common form of culture found in
complex organizations. This culture is commonly desired by
individuals who work in other kinds of cultures, since it often accords
with their personal wishes and values. The individual is the keynote of
the firm. The firm is there to serve the interests of the individuals who
form it. Professionals such as lawyers, architects and some consultants
initially organize themselves into this kind of culture.
In short, power cultures are designed like a spiders web around the
power clique, role cultures are reflected in functionally differentiated
structures, task cultures have virtually no formal structural and cultural
relationships as described by Handy (1986).
Picture of Culture and Structure
39
dari
pengaruh
lingkunga
luar.
Lingkungan
luar
3.2.3
serta
perilaku
organisasi. Tinjauan
umum Studi
Organisasi
dapat
memainkan
peranan
penting
dalam
Pengembangan Organisasi
3.3.1
planned-
being.
Pengembangan organisasi adalah kumpulan perubahan
terencana yang dibangun dari nilai demokrasi kemanusiaan yang
bertujuan
untuk
meningkatkan
keefektivan
organisasi
dan
kesejahteraan karyawan.
Menurut Warren G. Bennis:
Organization development is a response to change, a
complex educational strategie intended to change the belifs,
attitutes, values, and structure of organization so that they can
better adapt to new technologies, market, and challenges, dizzing
rate of it self .
Pengembangan organisasi adalah suatu jawaban terhadap
perubahan, suatu strategi yang komplek yang diharapkan merubah
kepecayaan,
dengan
meningkatkan keefektifan
organisasi dapat
lebih
baik
organisasi
sehingga
cepat.
43
3.3.2
Development
(OD)
adalah
pendekatan
ilmu
interdisipliner dan terutama perilaku yang menarik dari bidangbidang sepertiperilakuorganisasi, manajemen, bisnis, psikologi,
sosiologi,antropologi, ekonomi, pendidikan, konseling, dan
administrasi publik.
2. Tujuan pengembangan organisasi adalah untuk meningkatkan
efektivitas organisasi.
3. Target dari upaya perubahan adalah seluruh organisasi,
departemen, kelompok kerja, atau individu, dalam organisasi
dapat memperpanjang untuk menyertakan masyarakat, bangsa,
atau wilayah.
4. Pengembangan organisasi mengakui pentingnya
komitmen
komitmen
manajemen
puncak,
dukungan,
dan
3.3.3
46
usaha
didiskusikan
formal
proses
antar
kelompok.
5. Perdamaian oleh pihak ketiga ( third-party peacemaking)
Teknik ini dikenalkan oleh Richard Walton.Teknik ini digunakan
untuk mendiaknosis sebab-sebab terjadinya pertentangan dan usaha
menyelesaikan pertentangan tersebut dengan bantuan pihak ketiga.
47
masalah ataupun
ketiga
(Third-party
1.
a. Prinsip Integritas
Sebuah organisasi tidak bisa berada dalam keadaan baik dalam
jangka panjang jika tidak memiliki integritas. Organisasi harus fokus
pada intervensi pengembangan organisasi untuk mempertahankan
integritas. Makna utama dari integritas adalah keutuhan. Integritas
mencakup aspek internal yang penting untuk menciptakan harmoni,
48
keberhasilan
tinggi.
Perencanaan sumber daya, mengembangkan strategi komunikasi
terfokus, memperkenalkan komitmen meja bundar, dan profil juara
pengembangan organisasi adalah pusat untuk menggunakan prinsip
komitmen. Hal terpenting adalah cara organisasi melakukan hal tersebut
dan hal yang ditunjukkan organisasi. Harus ada kesepakatan tentang
program, proses dan strategi yang akan memfasilitasi kepemilikan
intervensi pengembangan organisasi oleh pegawai.
c. Prinsip Pemberdayaan
Intervensi pengembangan organisasi harus memberdayakan orang
dan sistem masyarakat sehingga mereka dapat bekerja dengan kinerja
49
yang baik. Hal ini disertai dengan dibangunnya kapasitas internal dan
stamina, meningkatkan pergerakkan orang untuk mencapai bisnis (dan
strategis) hasil, dan memfasilitasi keselarasan dan vitalitas dalam dan di
antara unsur-unsur sistem. Harus ada kesepakatan tentang program,
proses dan strategi yang akan memfasilitasi pe mberdayaan pegawai dan
respon dari integrasi sistem.
d. Prinsip Multifungsi
Prinsip
multifungsi
adalah
konsekuensial
dari
prinsip
umpan balik.
f. Prinsip Integrasi
Hal yang penting adalah sebuah adaptasi yang baik dan rencana
integrasi dalam intervensi pengembangan organisasi. Integrasi adalah
sebuah konsep dalam riset Lawrence dan Lorsch yang mengacu kepada
proses mencapai kesatuan usaha diantara berbagai macam subsistem
organisasi. Ada berbagai teknik untuk mencapai integrasi, dari
peraturan, prosedur, dan rencana sampai saling penyesuaian. Proses
pemantauan hasil pengembangan organisasi memerlukan pengendali
rencana
integrasi.
Sistem
mekanisme
yang
efektif
sangat
prinsip
komitmen,
prinsip
pemberdayaan,
prinsip
Meskipun
Penemuan masalah
Ketika mencari bantuan dari ahli OD, organisasi biasanya dimulai
51
mereka
tertentu,
Diagnosis organisasi
Diagnosis adalah proses memahami bagaimana organisasi saat ini
Umpan balik
Umpan balik adalah informasi mengenai hasil output dari sistem.
Namun, tidak semua informasi hasil output tersebut adalah umpan balik.
Misalnya saja setelah konsultan mengumpulkan informasi dari beberapa
unit organisasi dengan menggunakan kuesioner, wawancara, dan
observasi. Kemudian data di analisis dan di persiapkan untuk umpan balik.
52
d.
Campur tangan
Campur
tangan
adalah
keadaan
dimana
suatu
organisasi
f.
54
BAB IV
ORGANISASI KESEHATAN
4.1
WHO
(World Health
Organization)
4.1.1
United States
HHS
(Department of Health
and Human Services)
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
Indonesia
Kementerian
Kesehatan
Dinas Kesehatan
Puskesmas
IDI
PDGI
PPNI
IBI
IAI
PERSAKMI
BKKBN
BPJS
yang
Zimbabwe ;
Americas/Pan American
55
b)
c)
d)
e)
tetapi
bergabung
56
2.
3.
4.
Mengembangkan
dan menyalurkan
terlibat
dengan
2.
3.
4.
5.
Centers
for
Disease Control
and
Prevention
(CDC),
penyakit,
kesehatan
lingkungan,
aktivitas
7.
8.
Health
Resources
and
Services
Administration
memiliki
10.
11.
Program
Support
Center
(PSC),
layanan
administrasi
58
12.
pengobatan
gangguan
ketergantungan
dan
gangguan mental.
4.1.3
Meningkatkan
derajat
kesehatan
masyarakat,
melalui
Melindungi
kesehatan
masyarakat
dengan
menjamin
Menjamin
ketersediaan
dan
pemerataan
sumber
daya
kesehatan.
4.
Meningkatkan
pemberdayaan
masyarakat,
swasta
dan
melalui
59
2.
bermutu dan
3.
4.
pengembangan
dan
pendayagunaan
SDM
5.
6.
berdayaguna
dan
berhasil
guna
untuk
memantapkan
60
2.
3.
4.
5.
3. Puskesmas
Pusat Kesehatan
Masyarakat,
disingkat
Puskesmas,
adalah
Lingkungan sehat.
b)
Perilaku sehat.
c)
d)
a)
b)
c)
Memelihara
dan
meningkatkan
mutu,
pemerataan
dan
berubah
Van Indonesische
62
demikian,
nama
Hidung,
Tenggorok,
63
and
strong
network
at
Central,
Provincial,
64
3.
of
Midwives)
pada
tahun
1956.
Kantor
pusat
jejaring
kesejahteraan
kerjasama
mempunyai
tugas
pokok
melaksanakan
tugas
2.
3.
4.
5.
67